Managerial coaches, are they ready? The case of Malaysian telecommunications industry

Chin Wei Chong · Yee Yen Yuen · Booi Chen Tan · Zainal Abu Zarim · Norhasniza Abdul Hamid

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Coaching Methods and Impact Leadership and Management in Organizations Psychology, Coaching, and Therapy

Abstract

Purpose This paper aims to identify the key competencies managerial coaches have and examine the significant competencies that affect coaching effectiveness in the Malaysian telecommunications industry. Design/methodology/approach The unit of analysis was individual managerial coaches who were working in the Malaysian telecommunications industry. Among the 300 questionnaires distributed, a total of 140 were obtained and deemed sufficiently complete to be useable. Descriptive and multiple regression analyses were used to analyze the data. Findings The results indicated that leadership development is the most important function of managerial coaching, followed by communication. In addition, co-creating the relationship and effective communication are the critical categories of competencies for managerial coaching. Analysis from the regression highlighted that effective communication is the influencing factor on the coaching effectiveness, followed by facilitating learning, and results. The findings also shown that all the core competencies in setting foundation are the significant influencing factors. Research limitations/implications Analyses relied on cross-sectional data and limits the generalizability of findings to other industries. The utilization of self-reported perceptual data may suffer from response bias. Practical implications This paper highlights personal or professional coaching characteristics that might affect managerial leadership development. It also provides a list of important criteria for developing effective managerial coaching to assist Malaysian managerial coaches to build a world class workforce. Originality/value Using International Coach Foundation competency model, this study provides an insight on the important criteria to develop and select coaching managers effectively which ultimately lead to performance improvement in the organization.

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References

1993Competence at Work: Models for Superior Performance 2005Economics Language and Assumptions: How Theories can Become Self-Fulfilling 2006KEEN TO HELP? MANAGERS' IMPLICIT PERSON THEORIES AND THEIR SUBSEQUENT EMPLOYEE COACHING 1989Models for HRD practice 2002The impact of executive coaching and 360 feedback on leadership effectiveness 2010Coaching and Mentoring: Theory and Practice 2004The Relative Effectiveness of External, Peer, and Self‐Coaches 2005Leadership group coaching in action: The Zen of creating high performance teams

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